The UK security industry is at a crossroads. As discussions intensify around the formation of the S12 Security Leadership Group, serious questions are being raised about representation, transparency, and whether the voices of grassroots security companies are being heard.
Our CEO, Paul Macarthur, recently contributed to an important industry article published by the National Terrorism Intelligence Agency (NTIA), joining other significant voices in the sector to express growing concerns about how this leadership structure is being formed—and who it truly represents.
The Core Issue: Who Speaks for the Security Industry?
Paul’s perspective is clear and uncompromising:
“No private set up led or overarching ruling structure should be imposed on private security companies… The S12, as it stands, fails to recognise or reflect the realities of grassroots security companies.”
This statement cuts to the heart of a fundamental problem. The UK security industry is not a monolith dominated by a handful of large corporations. It is a diverse, dynamic sector powered by thousands of small and medium-sized enterprises (SMEs)—family-owned businesses, regional specialists, and local operators who understand their communities, their clients, and the unique challenges of delivering frontline security services day in and day out.
Yet when leadership structures are formed without genuine consultation, without transparent processes, and without meaningful representation from these grassroots operators, the result is a disconnect between policy and practice—between those making decisions and those living with the consequences.
What is the S12 Security Leadership Group?
The S12 Security Leadership Group has been positioned as a body intended to provide strategic direction and leadership for the private security sector. In theory, such a group could play a valuable role in shaping standards, influencing regulation, and advocating for the industry’s interests with government and other stakeholders.
However, the controversy surrounding its formation centres on several critical concerns:
• Lack of transparency – How were members selected? What criteria were used? Who decided who gets a seat at the table?
• Limited representation – Does the group genuinely reflect the diversity of the UK security industry, or does it favour larger, more established players?
• Top-down imposition – Was the industry consulted, or is this structure being imposed without meaningful input from the thousands of security companies it claims to represent?
• Credibility and legitimacy – Can a leadership group truly lead if it lacks the trust and buy-in of the wider industry?
These are not trivial questions. They go to the heart of how the private security industry governs itself, how it engages with regulators and policymakers, and whether smaller operators have a voice in shaping their own future.
Why Grassroots Security Companies Matter
At SGC Security Services, we are proud to be a privately-owned, grassroots security company. Since our founding in 2006, we have built our reputation on hands-on leadership, deep client relationships, and a genuine understanding of what it takes to deliver excellence on the ground.
We are not alone. Across the UK, thousands of security companies like ours are:
• Protecting NHS hospitals, schools, retail businesses, and critical infrastructure
• Providing employment and training opportunities in their local communities
• Innovating and adapting to meet evolving security challenges
• Maintaining the highest professional standards through SIA licensing, Approved Contractor status, and rigorous internal policies
• Building long-term partnerships with clients based on trust, responsiveness, and accountability
These companies are the backbone of the UK security industry. They are the ones responding to alarms at 3am, managing crowd safety at local events, supporting vulnerable patients in hospitals, and keeping businesses secure across every region of the country.
Any leadership structure that fails to recognise, represent, and reflect the realities of these grassroots operators is fundamentally flawed. It risks creating policies and standards that work in boardrooms but fail on the frontline. It risks alienating the very companies that make the industry function.
The Call for a More Inclusive Approach
Paul Macarthur’s comments, alongside those of other industry contributors, are not simply criticism for its own sake. They are a constructive call for a better way forward—one that prioritises:
• Genuine consultation – Engaging with security companies of all sizes, across all regions, to understand their needs, challenges, and perspectives
• Transparent processes – Ensuring that any leadership structure is formed through open, accountable mechanisms that the industry can trust
• Broad representation – Including voices from SMEs, regional operators, specialist providers, and frontline professionals—not just the largest players
• Credibility and legitimacy – Building a leadership group that earns the respect and support of the industry it claims to represent
• Bottom-up, not top-down – Allowing the industry to shape its own future, rather than having structures imposed upon it
This is not about rejecting leadership or governance. It is about ensuring that leadership is representative, that governance is inclusive, and that the voices of grassroots security companies are heard and valued.
Why This Matters to Clients
If you are a client of SGC Security Services—or considering working with us—you might wonder why industry governance matters to you. The answer is simple: the health and integrity of the security industry directly impacts the quality of service you receive.
When leadership structures are inclusive and representative:
• Standards are shaped by real-world experience, not just corporate policy
• Smaller, agile companies can continue to innovate and compete
• Clients benefit from choice, competition, and personalised service
• The industry remains dynamic, responsive, and accountable
When leadership is imposed from the top down, without genuine consultation:
• Policies may favour larger operators at the expense of smaller, more flexible providers
• Innovation and competition can be stifled
• Clients may face reduced choice and less personalised service
• The industry risks becoming disconnected from the needs of the communities it serves
At SGC, we believe that a healthy, competitive, and representative security industry is good for everyone—clients, operators, and the public alike.
SGC’s Commitment to Industry Leadership
While we advocate for fair representation at the national level, we also recognise that true leadership is demonstrated through action, not just words. At SGC Security Services, we lead by example:
• SIA Approved Contractor status – Ranked in the top 10% nationally, demonstrating our commitment to the highest standards
• Accredited training programmes – Investing in our people through in-house training that goes beyond minimum requirements
• Innovation and technology – Operating a 24/7 Control Room, leveraging AI-enhanced systems, and more
• Client partnership approach – Building long-term relationships based on trust, transparency, and shared goals
• Community engagement – Supporting local employment, working closely with NHS trusts, and contributing to the safety and wellbeing of the communities we serve
We do not need a top-down leadership group to tell us how to operate with excellence. We achieve it every day through hard work, integrity, and a genuine commitment to our clients and our people.
Read the Full Article
Paul’s comments are part of a broader industry conversation that deserves attention. We encourage clients, partners, and industry peers to read the full article published by the National Terrorism Intelligence Agency (NTIA) to understand the depth and breadth of concern surrounding the S12 Security Leadership Group.
Read the full NTIA article here
A Call to Action for the Industry
The formation of the S12 Security Leadership Group is not a done deal. There is still time for the industry to demand better—to insist on transparency, representation, and genuine consultation.
We stand with the thousands of grassroots security companies across the UK who deserve a voice in shaping their own future. We call on industry bodies, regulators, and policymakers to listen, engage, and ensure that any leadership structure truly reflects the diversity and reality of the private security sector.
Leadership should be earned, not imposed. Representation should be inclusive, not exclusive. And the future of the UK security industry should be shaped by those who live and breathe it every single day.
At SGC Security Services, we will continue to advocate for fairness, transparency, and excellence—because that is what our clients, our people, and our industry deserve.
Excellence as Standard. Always.
